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Survey : Internships through the Employer’s Eyes - Readiness Index

Internships today are no longer side activities or seasonal support roles. They are increasingly seen by students as early career signals about learning, dignity, exposure, and seriousness of intent.

This Readiness Index is designed to reflect how internships are currently experienced in your organization, not how they are intended on paper.

There are no right or wrong answers.

Please select the option that most closely reflects your present reality.

Index 1: Intent & Role of Internships in the Organisation

Q1: Why this matter

Organisations differ widely in why they engage interns. This intent silently shapes every intern’s experience.

Q: Which statement best reflects why your organisation engages interns today?

Option A: Task Support / Extra Hands; Interns primarily assist ongoing work where extra capacity is needed.

Functional value exists; learning depends on individuals.

Option B: Short-Term Exposure for Students; Internships are meant mainly to give students a brief industry glimpse.

Good intent, limited depth.

Option C: Learning-Oriented Engagement; Internships are designed as structured learning experiences.

Signals maturity and long-term thinking.

Option D: Talent Discovery & Pipeline Building; Internships are a key way to identify and groom future hires.

Strong alignment between learning and business needs.

Option E: Mixed / Evolving Intent; Different teams use internships differently.

Honest reflection of transition phase.

Index 2: Clarity of Internship Roles & Expectations

Q2: Why this matter

Intern confusion usually comes from unclear expectations, not lack of ability.

Q: How clearly are internship roles, deliverables, and expectations defined?

Option A: Largely Informal
Roles evolve on the job, with minimal upfront clarity.

Flexible but stressful for first-time interns.

Option B: Broad Expectations
Only General tasks are discussed; specifics emerge later.

Partial clarity, uneven experience.

Option C:

Clearly Defined at Entry

Roles, duration, and outputs are explained early.

Builds confidence and focus.

Option D: Well-Documented & Communicated
Clear role notes, timelines, and success criteria exist.

Strong readiness and professionalism.

Option E: Varies by Team / Manager
No single organisational pattern.

Inconsistency risk.

Index 3: Quality of Work Assigned to Interns

Q3: Why this matters

Meaningful work is the biggest differentiator between a “good” and “forgettable” internship.

Q: What kind of work do interns mostly engage in?

Option A: Routine / Support Tasks
Repetitive or low-impact activities dominate.

Limited learning depth.

Option B: Mixed Tasks
Some routine work, some meaningful exposure.

Depends heavily on supervision.

Option C: Defined Projects with Ownership
Interns handle specific tasks or mini-projects.

Strong learning signal.

Option D: Real Work with Accountability
Intern work directly contributes to outcomes.

High trust and readiness.

Option E: Highly Variable Experience
Depends entirely on assignment.

No standardization.

Index 4: Mentorship & Supervision Availability

Q4: Why this matter

Interns don’t fail due to lack of talent, but due to lack of guidance.

Q: How are interns typically guided during their internship?

Option A: Self-Led, Minimal Supervision
Interns figure things out largely on their own.

Fast learners benefit; others struggle.

Option B: Ad-Hoc Guidance
Support is available when asked.

Reactive mentoring.

Option C: Assigned Supervisor or Mentor
A designated person guides interns.

Good structural hygiene.

Option D: Active Mentorship Culture
Regular check-ins, feedback, and coaching.

High internship maturity.

Option E: Inconsistent Across Teams
Mentorship depends on individuals.

Uneven experience.

Index 5: Feedback & Learning Conversations

Q5: Why this matter

Feedback converts effort into learning.

Q: How do interns receive feedback on their work?

Option A: Rare or End-of-Internship Only
Feedback is minimal or delayed.

Learning opportunity lost.

Option B: Informal & Occasional
Feedback happens casually.

Helpful but inconsistent.

Option C: Periodic Structured Feedback
Regular reviews or discussions occur.

Learning intent visible.

Option D: Continuous & Constructive Feedback
Feedback is timely and specific.

Strong development focus.

Option E: Depends on Manager
No organisation-wide pattern.

Experience varies.

Index 6: Time & Attention Investment by the Organisation

Q6: Why this matter

Internships require real time, not spare time.

Q: How much organisational time is realistically invested in interns?

Option A: Minimal Time
Internships run alongside regular work.

Low bandwidth, low returns.

Option B: Limited but Conscious Time
Some time is earmarked.

Intent exists.

Option C: Planned Time Commitment
Intern guidance is factored into planning.

Serious engagement.

Option D: Dedicated Time & Review Cycles
Internships are treated as programs.

High readiness.

Option E: Varies Widely
Depends on workload cycles.

Inconsistent outcomes.

Index 7: Stipend, Incentives & Fairness

Q7: Why this matter

Compensation signals respect, not just affordability.

Q: How does your organisation approach intern compensation or incentives?

Option A: Unpaid / Certificate-Based
Learning is considered sufficient reward.

Common, but increasingly questioned.

Option B: Fixed Stipend
Basic financial support is provided.

Fair baseline.

Option C: Performance-Linked Stipend
Effort and contribution are recognised.

Motivating and fair.

Option D: Clear, Transparent Compensation Logic
Stipend rationale is openly explained.

Builds trust.

Option E: Varies by Role or Project
No uniform approach.

Needs clarity.

Index 8: Exposure to Real Career & Industry Context

Q8: Why this matter

Internships shape career decisions, not just resumes.

Q: To what extent do interns gain exposure to real industry roles and context?

Option A: Very Limited
Interns see only their task.

Narrow learning.

Option B: Some Exposure
Occasional interactions or meetings.

Partial insight.

Option C: Clear Role & Industry Visibility
Interns understand how roles fit together.

Strong learning value.

Option D: Broad & Intentional Exposure
Interns see business, roles, and pathways.

Career-shaping experience.

Option E: Depends on Team
No standard exposure.

Uneven learning.

Index 9: Conversion & Long-Term Thinking

Q9: Why this matter

Even when conversion doesn’t happen, clarity should.

Q: How does your organisation approach intern-to-employee transitions?

Option A: No Clear Path
Internships are standalone.

Transactional approach.

Option B: Occasional Conversions
Good interns may be absorbed.

Opportunistic.

Option C: Defined Evaluation for Conversion
Clear criteria exist.

Transparent and fair.

Option D: Internships as Core Talent Pipeline
Conversion is a strategic goal.

High maturity.

Option E: Depends on Business Cycles
Conversion varies year to year.

Honest constraint.

Index 10: Evidence, Openness & Confidence

Q10: Why this matter

Readiness is strongest when organisations are comfortable standing by their claims.

Q: How comfortable would your organisation be sharing real examples of intern work or experiences if asked?

Option A: Not Comfortable
Prefer internships to remain informal.

Low transparency.

Option B: Selectively Comfortable
Some examples can be shared.

Partial confidence.

Option C: Comfortable Internally
Evidence exists but isn’t public.

Ready with light support.

Option D: Fully Comfortable & Proud
Happy to share stories and outcomes.

Strong trust signal.

Option E: Still Building Documentation
Intent exists; structure is evolving.

High potential.

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